From entrepreneurship to established business: duration, challenges and coping tactics according to resource providers and successful entrepreneurs

IF 4 Q2 BUSINESS
José Osvaldo De Sordi, Wanderlei Lima de Paulo, Carlos Francisco Bitencourt Jorge, Bandiera Jeremias, André Rodrigues dos André
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引用次数: 0

Abstract

Purpose

This paper aims to explore the perception of successful entrepreneurs and resource providers regarding the minimum operational time necessary to legitimize an enterprise as an established company, as well as the tactics used by the entrepreneurs to minimize the distrust of society during this initial period of the life cycle of the organization.

Design/methodology/approach

Data collection from two groups: (i) interviews with 62 entrepreneurs and founders of established companies; and (ii) a questionnaire completed by 77 sales managers of companies that provide businesses with resources (they practice business-to-business). Regarding analyses: (i) to analyze information, this study applied the content analysis technique; and (ii) for data, this study applied the one-sample t-test, mean comparison t-test, Pearson’s correlation test, chi-square test of association, Mann–Whitney U test and correspondence analysis technique.

Findings

In this study, a period of 42 months was identified for the legitimization of enterprises by society, in other words, the time necessary for enterprises to be recognized as an established company and a company of low risk by customers and resource providers. A set of managerial and behavioral actions practiced by successful entrepreneurs to face the difficulties they experience during the legitimization period was also identified.

Practical implications

In addition to establishing a period of 42 months for the legitimization of an enterprise in the eyes of society, a set of 15 strategies used by successful entrepreneurs was identified to combat the prejudice associated with the youthfulness of their companies. Of these, 12 are linked to managerial actions and 3 to the entrepreneur’s behavior. It should be highlighted that eight of these strategies are innovative and have yet to be addressed in the literature on mitigating risks associated with the liability of newness principle.

Originality/value

The authors discuss the legitimization of enterprises based on the perception of actors who play a fundamental role regarding entrepreneurial action: resource providers for companies, customers and successful entrepreneurs. This is a triangulation of sources, as well as a triangulation of collected data and qualitative and quantitative techniques, which sought to ensure the accuracy and reliability of the information that resulted from this analytical process.

从创业到成熟企业:资源提供者和成功企业家眼中的持续时间、挑战和应对策略
目的 本文旨在探讨成功企业家和资源提供者对企业作为成熟公司合法化所需的最短运营时间的看法,以及企业家在组织生命周期的这一初始阶段为尽量减少社会的不信任而采取的策略。设计/方法/途径 数据收集来自两组:(i) 对 62 名成熟公司的企业家和创始人进行的访谈;(ii) 由 77 名为企业提供资源的公司(他们从事企业对企业的业务)的销售经理填写的调查问卷。在分析方面:(i) 为分析信息,本研究采用了内容分析法;(ii) 为分析数据,本研究采用了单样本 t 检验、均值比较 t 检验、皮尔逊相关检验、秩和检验、曼-惠特尼 U 检验和对应分析法。除了确定企业在社会心目中的合法化期为 42 个月外,还确定了成功企业家为消除企业年轻化带来的偏见而采取的 15 项策略。其中,12 项与管理行为有关,3 项与企业家的行为有关。需要强调的是,这些策略中有 8 项是创新性的,尚未在有关降低与 "新颖性原则 "相关的风险的文献中得到讨论。这是对信息来源的三角测量,也是对收集的数据以及定性和定量技术的三角测量,旨在确保这一分析过程所产生的信息的准确性和可靠性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
8.30
自引率
4.80%
发文量
34
期刊介绍: Articles should cover the key business disciplines - management, leadership, marketing, logistics, strategy, quality management, entrepreneurship, business ethics, international business, operations management, manufacturing, accounting and finance - specifically relating to experiences and reflections of interest to business and academia worldwide.
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